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Outcomes from Offshore Outsourcing: Evidence from a Client’s Perspective

  • Chapter
The Practice of Outsourcing

Abstract

While Chapters 2 and 12 focused on outcomes across the 1990–2007 period, they drew mainly on evidence from IT and business process outsourcing arrangements. What about outcomes from the relatively newer, and faster growing, phenomenon of offshore outsourcing? In this chapter we report the findings from a Fortune 500 biotechnology company that engaged six Indian offshore suppliers on 21 IT projects during 2003 through 2005. Interestingly, we found mixed results on the success of offshore projects. At the organizational level of analysis, we found evidence that the biotechnology company’s offshore strategy to simply replace domestic contractors with cheaper, offshore suppliers was a poor fit with its own social and cultural contexts. This chapter provides further food for thought on off shoring and builds on the 1990s work we carried out represented in Chapter 5, catching up with 21st century developments, and providing insight into practices that work, and future research needs.

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Authors
  1. Joseph Rottman
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  2. Mary Lacity
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Rottman, J., Lacity, M. (2009). Outcomes from Offshore Outsourcing: Evidence from a Client’s Perspective. In: The Practice of Outsourcing. Palgrave Macmillan, London. https://doi.org/10.1057/9780230240841_14

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